- Lynn Curry
- Situational Analysis
- Change Management
- Program Design
Remember to keep putting energy into maintaining interest and support for the innovation among those immediately affected and those whose support is required. The simplest way to do this is to regularly share information on what interventions are working and the outcome improvements have been accomplished. Keep this reporting simple and make it graphic.
There will be lots of new ideas and improvement suggestions as you go along. Don't see those as criticism. Set up an advisory panel of gurus to sort and sift all these ideas for what is worthwhile and likely to be effective. Help them communicate their review process and thinking. Avoid personalizing any particular idea. Do not get vested in any change idea other than the willingness to keep trying for improvement. Implement likely ideas until the assessment metrics indicate that it should be abandoned or made a permanent part of the work flow. Make that decision collectively with all those affected.
No comments found.
June 15, 2017
3 Things Great Leaders Never Do. 5 Keys to Organizational Change. 7 Days to C-Suite Nirvana. Does anyone really believe this clickbait? This meme of false s...
FITBIT Your Strategy
June 8, 2017
We are going to assume that you do HAVE a strategy that is guiding decisions towards some well-defined goals. You aren't just reacting from one crisis to the next, right? OK then,...
Get the Little Things Right
April 19, 2017
You must be good at the little things to be an effective consultant or change agent. Any good cook knows that. And you have to take the time. Scratch made puff pastry is a wondrous thing, not a...
Align Behavior with Goals
April 4, 2017
The last two posts took up the problems of getting all organizational work aligned to real goals for that organization. The point of this effort, and it does take focused effort, is ...